13 - PEDC Plan of Work FY 2022-2023

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• Over 68% of RFPs expressed a preference or requirement for an existing building, and over 27% of RFPs received required an existing building in order to consider a location. • Most requests (over 6696) for an existing building called for 100,000 SF minimum of space. • The PEDC's largest site is 115 acres, and the overall combined inventory is less than 250 acres. In a time where land is becoming scarce, the organization must prioritize land acquisition if we want to remain competitive. • The PEDC neither has nor maintains an inventory of available sites and buildings. STRATEGIC ACTIONS: 1. Grow the organization's land inventory to accommodate current needs of existing industry and attraction projects. 2. Continue investments and partner with the City on bringing PEDC-owned land to site -ready status. 3. Engage a consultant to assist with review and updating the Northwest Industrial Park Covenants and Guidelines approved in 2003. 4. Continue to monitor the need for existing buildings and feasibility and desire to build speculative buildings. 5. Support City in a plan for Cox Field focused on securing additional funding for capital improvements, site readiness, and aviation focused strategies that target compatible opportunities. 6. Communicate and work with the City to identify infrastructure needs and projects that improve business districts in Paris and support future planning. 7. Support permitting and development processes that differentiate our community for being business - friendly, efficient, and solution -focused. 8. Maintain an attractive appearance of PEDC-owned industrial land through signage and lawn maintenance. 9. Establish and maintain inventory of available sites and buildings. STRATEGIC INITIATIVE VI: ENCOURAGE UNIFIED VISION FOR PARIS, LAMAR COUNTY AND THE PEDC STRATEGIC CHALLENGES: PEDC board members and community leaders desire to establish improved transparency and a positive image and reputation internally and externally. The City, PEDC, Chamber and VCC desire to have common, shared values for the community that will allow each entity to communicate effectively, uniquely, and quickly to our audiences. • To our collective knowledge, a joint brand discovery that engages the community at large has never been conducted. STRATEGIC ACTIONS: 1. Establish a brand to create unified messaging that positions us to communicate effectively, uniquely, and quickly to our audiences. 2. Establish a positive reputation internally and externally through brand development and awareness. 7